Synthesized with 50 grams of sugar in every can, Pineapple Crush has long been Newfoundland and Labrador’s exclusive delicacy—manufactured in the province and rarely found elsewhere in Canada. Merely an occasional treat for most, the distinctive pop has nevertheless endured, finding its own place in the province’s cultural identity.
Say what you will about economist Milton Friedman’s position on the responsibility of business, the idea that increasing profit within the rules of the game was the sole and righteous goal of executives clearly simplified leadership values and ethics. I suspect that is one less-recognized reason that so many CEOs avidly embraced Friedman’s monolithic view for so long. But now as more and more leaders are expanding the scope of their responsibilities and companies are adopting—and compensating leaders on—ESG (environmental, social, and governance) metrics, an increasing number of thorny ethical dilemmas are sure to come along with it.
STRATEGY + BUSINESS
At first glance, the liquor business may not seem in dire need of customer-centric innovation. After all, revenue from the alcoholic beverage market has been steadily rising over the past decade and is projected to continue that way, after a slight dip in the wake of Covid-19. Drinks have become a critical ingredient in many customers’ experiences, whether it’s a casual night out with friends or a more formal occasion. To top it off, the industry has diversified its offerings to meet changing consumer preferences, from customized tasting events, mocktails, and low-calorie drinks to artisanal production.
BRANDING INSIDER STRATEGY